board meeting 30 june 2016 12 - bdct.nhs.uk · which completed in june 2015 a second cohort will...

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BOARD MEETING

30 June 2016

Paper Title: BME Diversity in Employment Strategy - Six Month Review

Section: Public

Lead Director: Sandra Knight, Director of HR & OD

Paper Author: Fiona Sherburn, Deputy Director of HR & OD

Agenda Item: 12

Presented For: Discussion

1. Purpose of this Report:

The purpose of this report is to provide the Board with an update on the delivery of the:

BME Diversity in Employment Strategy

2. Summary of Key Points

The BME Diversity in Employment Strategy was ratified in April 2014. To support the delivery of the strategy the Board has agreed a set of metrics and KPIs to measure its impact. This includes the aspirational target of 35% BME representation within the workforce at all levels, in training and in nominations for the Council of Governors. The Board has also requested a six monthly update on progress on the delivery of the strategy and underpinning action plan. The action plan is detailed at Appendix 1. Proposed priorities for 2016 include:-

- promoting BME role models, - developing a support programme for unsuccessful BME job applicants, - supporting the Board’s development around cultural competence, - developing local workforce representation objectives, - undertaking further analysis of the staff survey results to understand why BME staff

report feeling that they experience discrimination at work and that they believe that the Trust doesn’t provide equal opportunity for career progression and promotion,

- analysing the Workforce Race Equality Scheme (WRES) 2015 benchmark report, identifying themes and following up Trusts that are exemplars in order to implement best practice

- examining the reasons for the over representation of BME staff in disciplinary processes and developing appropriate actions to address this issue,

- delivering in partnership with Enable 2 – cultural competence training for all staff,

In addition, following the success of the BME Development Programme ‘Moving Forward’ which completed in June 2015 a second cohort will run from June 2016. Places have been offered to Bradford Hospitals Teaching Foundation Trust, (10 have been taken up) which should help the participants network and learn from participants who can offer a different work context. There are 14 participants from the Trust on this cohort.

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Work experience opportunities have been delivered and are planned with Bradford College whose intake for Health and Social Care is 80% from a BME background and the Black Health Forum. 3. Board Consideration

The Board are asked to note the progress made to date and to continue to provide support

in the achievement of the BME Diversity in Employment Strategy.

4. Financial Implications

Revenue Y Capital

There is potential to act commercially and generate income from the Moving Forward Programme. 5. Legal Implications The Trust has a duty to take due regard of the Equality Act 2010, this includes the specific duty to

(a) Eliminate discrimination, harassment, victimization and any other conduct that is

prohibited by or under this Act; (b) Advance equality of opportunity between persons who share a relevant protected

characteristic and persons who do not share it; (c) Foster good relations between persons who share a relevant protected

characteristic and persons who do not share it. The NHS Equality Delivery System (EDS) 2 is designed to support NHS Trusts to be compliant with the Equality Act 2010 and the Public Sector Equality Duty. Failure to do so could lead to interaction with the Equality and Human Rights Commission via an inquiry or investigation and if founded an Unlawful Act Notice issued. It can also lead to an employment tribunal or litigation which would have a financial and reputational impact.

6. Equality Impact Assessment The Equality Delivery System Framework in itself is an equality impact assessment. The process includes collecting and analysing data in partnership with service users, carers, staff and partners agreeing objectives and methods of delivery in partnership. The process in 2012 led to the development of the Equality Objectives which include the objective to reduce discrimination for BME staff and job applicants. The BME Diversity in Employment Strategy is a direct output of that work. It has been designed and is being delivered alongside a reference group which is actively equality impact assessing proposals and plans for delivery.

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7. Previous Meetings/Committees Where the Report Has Been Considered:

Audit Committee Service

Governance

Committee

Remuneration

Committee

Resources

Committee

Executive

Management

team

Y Directors Meeting Chair of

Committee’s

Meeting

MH

Legislation

Committee

8. Risk Issues Identified for Discussion There are a numbers of external and internal obstacles to meeting the 35% aspirational target. These include; relatively low labour turnover (especially in senior roles) within the Trust, CIP targets which will reduce recruitment opportunities across the Trust, unconscious bias in recruitment and management, BME staff leaving the organisation to take up senior positions outside of the Trust. In light of this the Board is asked to consider whether the 35 percent aspirational target is achievable by 2020 or whether a 10 year target should be set. This would be in line with the target and trajectory set by Bradford Teaching Hospitals Foundation Trust. 9. Links to Strategic Drivers

Patient Experience Quality Value for Money Relationships

A diverse workforce and inclusive leadership that reflect the community it serves delivers better health outcomes and patient experience.

The development and retention of a diverse workforce enables the Trust to optimise this valued resource and avoid unnecessary turnover and recruitment.

The Equality Act 2010 includes the duty to foster positive relationships between people of different groups and promote equality of opportunity. The BME Diversity in Employment Strategy supports compliance with these duties.

10. Publication Under Freedom of Information Act This paper has been made available under the Freedom of Information Act

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11. Recommendations:

That the Board:

(a) Note the progress made in delivering the strategy, (b) Support the priorities outlined above for 2016.

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1. Background

In April 2014 the Board ratified the BME Diversity in Employment Strategy. The strategy was a response to the EDS2 process in 2012 that highlighted differences in BME and White staffs’ responses to career related questions in the staff survey and underrepresentation of local BME groups in the workforce generally and particularly in band 7 and above roles in comparison to the working age BME population in Bradford of 35%. This was followed by a commissioned piece of research to ascertain the factors influencing this situation in the Trust followed by a Board and Senior Manager time out to develop the strategy and action plan. 2. Delivery Update

The action plan is included in Appendix 1 with a detailed update on progress. An update on the key metrics is included in Appendix 2 and the most up to date workforce data is included in Appendix 3. Appendix 2 shows that good progress is being made against the key metrics. In particular it is worth noting that 48.40 percent of the public who nominated themselves for the Council of Governors are from a BME background and 35 percent of staff who nominate themselves as staff governors are also from a BME background. In addition 27 percent of staff have undertaken Cultural Competence training in the last 12 months as part of the Engaging Leaders programme and two members of the first cohort of Moving Forward are being sponsored by a member of the Board. Further work is however required to:-

- increase the attendance by BME staff on the Trust’s development programmes from the baseline of 9 percent to the target of 20 percent,

- Improve the number of graduates from the Cellar project finding employment within the Trust,

- understand why staff satisfaction by BME staff has fluctuated over the last three years and develop appropriate actions to address the concerns/issues.

Appendix 3 shows that overall there has been an increase in the number of BME staff recruited to the Trust over the last 12 months. The biggest increase has been at bands 2, 5 and 6. There has been a small reduction in BME staff employed within the Trust at bands 1 (due to staff TUPEing out of the Trust and bands 8d and medical staff (due to resignations and retirements). A summary of progress on key milestones is included below. The action plan that underpins the strategy in Appendix 1 is predominately green. The following work will be prioritised for 2016/17. The board is asked to note that these priorities reflect the fact that the Equality and Diversity Manager has left for 12 months on maternity leave and has not been backfilled. This means that the work programme for 2016/17 will need to be prioritised with work also being absorbed by colleagues across the HR/OD directorate where possible.

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- promoting BME role models, - developing a support programme for unsuccessful BME job applicants, - supporting the Board’s development around cultural competence, - developing local workforce representation objectives, - following up on the staff survey results that have shown that BME staff feel

discriminated against and don’t believe they have equal access for progression, - examining the reasons for the over representation of BME staff in disciplinary

processes and developing appropriate actions to address this issue. - delivering in partnership with Enable 2 cultural competence training for all staff,

Key achievements The further development of the Moving Forward Programme following feedback from cohort 1 has concluded and the second programme commenced in June 2016. A comprehensive evaluation of cohort one took place, this resulted in a number of

recommendations being made to strengthen the programme even further.

These included:-

- Invite line managers to the launch event so that they are better prepared to support potential participants through the application process and if successful on the actual programme,

- Provide ongoing coaching throughout the programme to help participants be better equipped to manage people and situations they find challenging from the very outset as well as providing them with support and challenge in determining and attaining their future goals at an earlier point in the process,

- Use graduates of the programme as mentors, role models and ambassadors for the programme, as well as potential presenters of course content,

- Make the oppression module more relevant and practically useful by including workplace examples,

- Expand the celebration event to include more service leaders and should be well-publicised throughout the Trust.

The above have now been incorporated into cohort two. The Trust has received 14 applications from staff for Moving Forward as well as ten from Bradford Teaching Hospitals Foundation Trust. The interviews took place in May 2016. The sponsorship programme is now established, with two of the Moving Forward graduates currently being sponsored by a member of the Board. Their experiences will be reviewed and lessons learned used to help develop the programme. Three hundred and thirty three staff attended module 2 of the Engaging Leaders Programme on Cultural Excellence. This session takes participants through a series of activities designed to get them thinking about their role in ensuring cultural excellence as leaders. A further work experience scheme was launched in March and one is planned for June 2016. These schemes are run in partnership with Bradford College and target students on the second year of the Health and Social Care Diploma. Eighty percent of the intake of students to that course is from a BME background with the majority being local young

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people. The hope is to broaden the students’ understanding of employment options within BDCFT and strengthen the position of the Trust as an employer of choice. The review of the staff networks took place in January 2016 with the results expected in July 2016. The report and recommendations will be shared with the staff networks so that the appropriate actions can be developed in partnership with them to address the key issues highlighted in the report. 3. National Workforce Race Equality Standard (WRES)

The standard requires Trusts to publish data on their race equality performance. The data required is already being analysed and monitored as part of this strategy. One element of the WRES that was not included within the BME Diversity in Employment Strategy was the ratio of BME versus White staff entering into disciplinary procedures. In line with the national picture, the figures the Trust submitted did show an over-representation of BME staff entering into disciplinary procedures. As noted above one of the key priorities for 2016/17 will be to analyse disciplinary cases over the past two years, looking at sex, ethnicity, nature of the case, outcome of the case, whether it went to appeal and length of time it took to resolve. A data analysis report of WRES indicators across all Trusts was published in early June. This is being analysed to understand the Trust’s relative position which will lead to a review of the current BME workforce strategy and action plan. High performing trusts will be approached to learn from them the actions, conditions and initiatives that have enabled them to succeed.

4. Proposals

The current strategy sets out an aspirational target to achieve a workforce that is reflective of the wider population i.e. 35 percent of the workforce to be from a BME background. To achieve this target, based on the current headcount, the Trust would need to recruit an additional 402 BME staff. Given that the Trust’s current labour turnover is around 11 percent achieving this target by 2020 will be extremely challenging. Bradford Hospitals Teaching Foundation Trust has set a 10 year timeline to achieve a reflective workforce. It is therefore proposed that the Trust take the same approach and extend the timescale from 2020 to 2025. This would still be a challenging target – but one that is more realistic and achievable than the current five year target. It is worth noting the following factors which will make achieving a reflective workforce by 2020 more difficult; the current labour turnover (around 11 percent) is low compared to many other Trusts; interventions are being put in place to help retain staff and reduce labour turnover to ensure that the Trust can retain valuable skills and experience; the workforce cost improvement programmes that all directorates are having to implement – all of these will reduce headcount over the next five years as well as the limited opportunities for staff to progress into more senior posts and the current demographics and career aspirations of the senior management team (8b/c and above) suggests that opportunities for progression into those posts will be limited and staff may have to leave the Trust to secure a more senior post.

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5. Assurances in Place

The strategy includes a robust action and communications plans which is reported on in detail in Appendix 1. 6. Financial Implications

The strategy is delivered predominately internally using the funded resources within the HR Directorate. External funding has been secured for the Moving Forward Programme through Health Education Yorkshire and the Humber for 2016/17 – funding beyond that is unlikely so the possibility of using the programme to income generation is now being explored. The potential for the programme to become part of a whole economy approach to leadership development is part of this exploration which would support the local Sustainability and Transformation Plan (STP) 7. Risk Implications

Risk Likelihood High/Medium/Low

Implication Mitigation

Risk to compliance with the Equality Act (2010), performance and reputation if objectives are not met

Low Medium Strategy and action plan in place

Reputational risk of noncompliance with the Equality Act (2010) and poor results in the Workforce Race Equality Standard

Medium Medium Strategy and action plan in place

8. Communication and Involvement

The BME Diversity in Employment Strategy is a response to the feedback from staff via the career progression study carried out in 2013. The on-going development and delivery of the projects is being done in partnership with the Reference Group and with input from the BME Staff Network ‘Aspiring Cultures’. Board members have influenced the Moving Forward Programme through their active support including mentorship and thoughts on the modules available. The review of the staff networks will provide the Trust with a further opportunity to consider how it strengthens its engagement with the workforce.

9. Monitoring and review

The strategy’s KPIs and metrics are monitored quarterly at the Workforce Transformation Steering Group. Six monthly updates are received at the Trust Board. Regular discussions

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on progress and direction are held at the Reference Group and BME Staff Network ‘Aspiring Cultures’. 10. Recommendations That the Board:

(a) Note the progress that has been made in delivering the strategy, (b) Support the proposal to move the target to achieve a representative workforce

of 35 percent of staff from a BME background from 2020 to 2025.

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Action plan in response to: BME Diversity in Employment Strategy Action Plan

Brief detail of initial issue: The plan for delivering the key objectives of the BME Diversity in Workforce Strategy 2014 -

2016

Date action plan developed: July 2014

Revised June 2016

Owner of plan: Deputy Director of HR and OD

Lead (allocated to): Head of Equality and Work Experience

To be monitored by: Workforce Transformation Steering Group

RAG Key: No progress or barrier to

implementation

Progress made

towards target

but not yet

complete /

slippage

On target to achieve /

achieved or complete

Involvement: Direct contributions of staff through the action research into BME Staff Progression within BDCT

Theme Requirement Responsible

Lead

Action to be taken,

progress made and/or

reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

1. Create visible Board

level commitment to the

strategy by appointing a

Michael

Smith

1. NED Champion to

be identified

2. NED to support

NED Champion in

place and actively

supporting this work.

August 2014

Mike Smith and

Nadira Mirza are

Appendix 1

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

NED Champion delivery of key

messages, report

progress and any

challenges in

delivery.

The Board are

aware of work

stream and are able

to contribute

regularly to its

delivery

Board

Champions

2. Ensure clear action

plan developed and

agreed to implement

the strategy

Sandra

Knight

Lisa Wright

Abdul Khalifa

1. EMT to agree

communication

and action plans.

Effective plans in

place.

August 2014 Complete

3. Create aspirational

targets on the

representation of BME

staff at all levels –

monitor regularly and

communicate progress

internally and externally

Nikki Wilson

Lisa Wright

HRBPs

1. Review the staff

ethnic breakdown

against locality

and community

populations by

service and by

band and at a

Trust wide level.

3. Agree and

propose a %

Representation of

BME employees at

each level and

changes since the

last reporting period.

Shift in the profile of

the workforce by

locality linked to

October 2014

Monitor every 3

months

Agree targets with

EMT (August 2014)

Gain Board

agreement as part of

the review of the IPR

KPI’s and metrics

agreed.

Initial reporting

took place as part

of the EDS

process in

December 2014

The 35%

aspirational target

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

increase target

that focuses on

localities and on

specific under-

represented ethnic

groups and bands

4. Using information

that identify roles

for positive action

and GoR

5. Target training on

positive action,

R&S and

unconscious bias

in those areas with

low representation

when compared

with the local

population

6. Monitor changes

and report to

Workforce

Transformation

profile of the local

population (work will

be undertaken to

explore the

possibility of

reviewing the

workforce profile

against the

community profiles

in localities

(September 14)

Begin reporting

quarterly (October

14)

is reported to the

Board within the

Performance

Dashboard.

Training

embedded into

Engaging leaders

and delivered in

cohort 1 and 2.

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

Steering Group.

4. Create targeted

development

interventions for Band

5/6 employees

Fay Davies 1. Design a pilot

programme

building on the

action research

findings and

Innov8 different

leaders gain

approval from

funder for the

programme

(LETB).

2. Secure funding for

a pilot programme.

3. Agree the process

for promoting and

targeting the

programme e.g.

individual emails

to all BME staff

promoting the

programme and

aiming the

Targeted

development

interventions for

Band 5/6 employees

in place.

Position of BME

employees in the

Talent map.

Personal stories of

the impact some of

the key objectives

have had on

employees

August 2014

September/October

2014

Moving Forward

Cohort 1

completed June

2015.

Funding secured

for cohort 2 and

due to start in

February / March

2016.

Evaluation

complete in mid-

December 2015.

50% participants

have been

promoted. 20%

developing their

commercial and

clinical ideas.

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

programme at

target bands and

ethnicities.

4. Create the

infrastructure/

interventions.

5. Implement the

programme.

6. Evaluate it for

impact relating to

the strategic

objectives.

7. Assess feasibility

for sustaining the

pilot following the

evaluation

findings.

8. Track those

attending the

programme for

promotion and

development and

Position in talent

map ongoing

development

programme in place

January 2015

February 2015

August 2015

September 2015

Ongoing

Annual reporting

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

general impact.

5. Raise the profile and

take up of existing

development

opportunities with BME

staff.

Joanne

Somers

Lisa Wright

1. Raise profile of

opportunities for

development of

BME staff and

identify role

models for support

in tandem to the

above monitor

take up by BME

staff of generic

development

opportunities and

develop targeted

marketing to

encourage

representative

attendance.

2. Target all BME

staff across the

Trust by individual

emails promoting

opportunities for

1. Personal

stories of the

impact some

of the key

objectives

have had on

individual

employees

2. Position of

BME

employees in

the talent

map

3. Increase in

BME staff

taking up

development/

training

opportunities

October 2014 (in

line with

communications

plan)

Information about

opportunities is

regularly been

circulated.

Specific

opportunities

have been

targeted with

BME staff being

identified to

participate.

Interviews carried

out with BME

staff role models

that will be

developed into

articles for

promotion of the

strategy during

2016/17.

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

progression and

internal career

development

workshops.

3. Target managers

to encourage

understanding of

the opportunities

and BME

workforce strategy

objectives to

encourage/support

of BME staff to

take up

opportunities.

Proactive use of

appraisal process

to agree

development plan

for aspirant

leaders.

4. Monitor take up,

participation and

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

completion of

development

opportunities.

6. Provide support to

unsuccessful BME job

applicants

Joanne

Somers

Lisa Wright

1. Develop a

package of

support that draws

upon existing

opportunities

2. Provide

information for

unsuccessful

candidates about

the support

available and how

to access it

3. Promote the

scheme to

recruiting

managers to give

as part of their

feedback

4. Consider broader

Take up of the

support offered and

evaluation of its

impact monitored

and carried out.

January 2015

A scheme has

been running to

offer support to

unsuccessful

applicants for

some time with

BDCT as a key

partner. The

scheme has

recently ended

and the workforce

development

team are in

discussions to

run the

programme

independently

starting from April

2016.

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

access to other

underrepresented

groups following

the initial pilot

Individual support

is still offered and

advertised to

candidate’s pre

and post

interview.

7. Board session on

cultural competence

Implement cultural

competency training as

part of the wider

leadership programme

and promote cultural

competence within

other programmes,

policies and procedures

Michael

Smith/ Paul

Hogg

Fiona

Sherburn

1. Contact made and

date agreed with

trainer

2. Work with the Real

World group to

ensure that

culturally

competent training

is embedded in

the leadership

programme for

team leaders

(band 7 and

above)

3. Include cultural

Board evaluation is

positive and

reflected in Board

discussions.

Percentage of team

leaders trained in

cultural competence

Representation of

BME staff in

development

programmes

Personal stories of

the impact some of

the key objectives

have had on

September 2014

November 2014

onwards

February 2015

An initial session

was held at a

Board Forward to

Excellence

Session in June

2015. Two

further sessions

planned for 2016.

A cultural

competence

module is

included in

Engaging

Leaders and has

now been

delivered to over

300 band 6 and

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

competency

elements into

other leadership

programmes as

appropriate.

4. Develop case

studies and use

different leaders

profiles within

existing training.

5. Develop an e-

learning resource

to sit alongside the

cultural

competence

training

6. Establish an action

learning set

relating to cultural

competence

7. Seek opportunities

within policies and

individual

employees

above leaders.

E-learning

resources have

been evaluated

with none

meeting our

requirements so

far. In light if this

discussions are

underway with an

external provider

to pilot a cultural

competency

workshop that

would be

available to staff

Review of

policies and

procedures

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

procedures for

promoting cultural

competence

through language

and key messages

underway –

which will look at

promoting cultural

awareness

through language

and key

messages

8. Create an effective,

senior led sponsorship

programme – piloting

with a small number of

people before further

roll-out

Lara

Parkinson

1. Research

programmes that

have been

effective and help

make a difference

2. Develop a

sponsorship

programme that

will focus on

supporting BME

staff into senior

roles

3. Identify sponsors

and ensure they

are suitably

trained building on

Profile and update of

how the sponsorship

relationships are

progressing and

impact on individual

development and

career progression

Position of BME

employees in the

talent map

Personal stories of

the impact some of

the key objectives

have had on

individual

November 2014 Research

undertaken and

model developed

and consulted on

widely with the

staff network and

reference group.

Programme has

launched.

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

the Innov8

different leaders

4. Agree how to

target scheme and

promote it

appropriately.

5. Evaluate the

scheme for impact

with all those

involved

6. Roll out the

scheme after

responding to the

evaluation findings

employees

An evaluation of

the first cohort

has been

undertaken and

the feedback and

recommendations

used to shape

and further

develop the

second cohort of

Moving Forward.

9. Review the impact of

the BME network and

ensure it is structured in

Simon Large

and Sandra

Knight

1. Initial discussion

with the Network

Chairs regarding

Clarity regarding

expectation and

contribution/potential

August /September

2014

Aliya – please

can you turn

this box to

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

a way to support

delivery of the Trust’s

vision

Lisa Wright

Trust’s

vision/strategy and

role of Networks.

2. Build upon the

findings within the

action research by

surveying BME

staff specifically

about their needs

and expectations

of a network.

Draw upon results

of item 1 above.

3. Ascertain

expectations of the

network from the

Board and other

key groups

including the

national BME NHS

Staff Network

4. Undertake the

same exercise

The subsequent

network

arrangements are

evaluated as being

useful, valued,

embedded within the

organisation and

having an impact.

October/November

2014

amber

A consultant was

commissioned to

carry out this

piece of work. A

draft report has

been received.

Discussions with

the consultant on

the action plan

will take place in

June and a final

version agreed

for completion in

July 2016.

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

with other staff

networks

5. Build knowledge

and expertise of

other NHS and

none NHS

organisations and

their staff network

systems

6. Write up the

review findings

with options for

networks, staff and

EMT/Board to

consider; this

should include a

set key objectives

derived from the

survey

7. Agree and

implement a

preferred option

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

10. Create and implement

an effective plan to

increase the


Governors

Stella

Jackson

Lisa Wright

1. Work alongside

the FT

membership

manager and the

involvement lead

to establish

methods for

promoting the role

of governor to

BME communities

2. Work alongside

the Trust Board to

ensure the

opportunities that

arise from diverse

governor profile

are understood

and sought

3. Use the above

process to identify

potential

governors and

support those

Clear action plan in

place.

Representation of

BME governors in

the Council of

Governors.

November 2015 (in

line with

communications

strategy)

45% of Public

Governor

nominations were

from people from

BME

backgrounds

45% of staff

Governor

nominations were

from people from

a BME

background

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Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

people to establish

appropriate

networks

4. Work nationally to

identify governors

from other Trusts

and the learning

from them about

their governor

journey plus the

positive impacts

the role has

created

5. Work with

governors to

identify ways of

engaging with

community leaders

11. Create a

communications and

engagement plan both

internally and externally

that sets out why

Jayne

Murphy

Lisa Wright

1. Draft a draft

communication

plan

2. Approve and begin

Communication plan

and effective

delivery

Personal stories of

September 2014

March 2015

Communications

article on Moving

Forward

Participants

26


Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

diversity in employment

is important to the Trust

and outlining the key

proposals to ensure

understanding,

commitment and

ownership and delivery

at all levels

Abdul Khalifa its delivery

3. Establish a group

to advise on

communication

prior to distribution

to ensure key

messages are

right

the impact some of

the key objectives

have had on

individual

employees

March 2016

published.

Framework

drafted.

Regular comms

are circulated

12. A Summative

evaluation process is

developed and

delivered to ensure

maximum impact of the

project

Lisa Wright 1. A strategic

reference group

for the work is

established to

advise on impact

throughout the 2

years

2. Triangulate

information

collected through

the evaluation with

other information

e.g. staff survey

Employee survey /

pulse survey data

available by BME

breakdown

demonstrating a

positive shift in the

perceptions of BME

staff against low

scoring areas

particularly in

relation to

development and

progression.

Personal stories of

October 2014

Ongoing March

2016

Strategic

Reference Group

continues to meet

and influence the

strategies

delivery

Evaluation will be

complete by

December 2015

27


Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

3. Arrangements are

agreed for

reporting progress

across the Trust

the impact of some

of the key objectives

have had on

individual

employees.

Progress achieved

towards the

aspiration targets in

the Board IPR

13. Examining the reasons

for the over


staff in disciplinary

processes and

developing appropriate

actions to address this

issue.

Fiona

Sherburn

Examine reasons for

BME staff entering into a

disciplinary process and

compare with non BME

staff.

Develop actions to

address issues

highlighted from the

analysis

Monitor impact of actions

and revise as appropriate

BME staff no longer

being over

represented in

disciplinary

processes.

Positive staff survey

results from BME

staff

Sept 2016 Aliya – please

can you turn

this box to

Amber

Draft report

prepared into the

issues – but

further analysis is

required and then

an action plan to

be completed

28


Lead

Action to be taken,


reasons for lack of

progress

Evidence

Assurance &

Outcomes

Date for completion

& RAG

Progress

14. Review with staff side –

BME in Employment

Strategy and the WRES

data

SK/FS Review actions taken to

date,

Develop actions to

address any issues

highlighted from the

review

Monitor actions and

revise as appropriate

Clear action plan in

place


Communications Plan

This document sets out the key communications planned to support delivery of the BME Diversity in Employment Strategy.

The key messages will be appropriately tailored to the different audiences. Staff briefings will be cascaded via Board in Brief, e comms and

line manager cascade.

Date Action Audience Key messages

September

2014

The purpose and results of the

research is shared with staff.

The BME Diversity in Workforce

A briefing for

managers

A briefing for staff

The diversity of the Bradford, Airedale and

Craven populations and their health needs.

References to national research regarding the

29

Strategy and Action Plan is shared

with staff.

A briefing for BME staff

Publicity for FT

members and BME

community

organisations

Presentation at the

BME Staff Network

benefits of representative workforces.

The business rationale / benefits for a

representative workforce and its positive

impact on patient outcomes.

The findings of the Innov8 research in the

Trust and current Trust workforce profile at an

organisational level and by pay band. The

Forward to Excellence session and Executive

Team Time Out that shaped the development

of the strategy.

The approval of the BME Diversity in

Employment strategy and the key objectives

and interventions by the Board.

Existing opportunities available for all staff and

how to access them.

Starting this work with BME staff, other

underrepresented groups will be identified

through the work and appropriate

interventions developed.

Information about the band 5/6 development

programme and how to access it.

Information about the BME strategy group and

how to get more information or be involved.

30

October

2014

To promote personal stories of the

impact of current development

opportunities to service users and to

staff.

Introduce the NED champion

Quarterly Board reporting against

aspirational targets

All staff

An article in

connections.

Website blog

Different leaders role

model video on

website.

Board assurance

Impact of staff development opportunity on a

BME service users or carers experience.

Impact of a development opportunity on

individual BME and none BME staff members

career, aspirations or experience of work.

Information about the band 5/6 development

programme and how to access it.


how to access them.





NED champion remit and interview re: key

messages.

Information about how to become involved in

the reference group.

Workforce profile at a Trust wide and pay

band level.

Progress against the key objectives within the

strategy.

31

Six monthly Board progress report

October

2014

To promote as part of the leadership

programme cultural competency

training

Leadership

promotional material

Planned for June 2015

The importance of leaders in creating a

culturally competent workplace.

The business benefits e.g. improved patient

outcomes, more motivated staff and improved

performance of individuals and teams.

November

2014

Workforce profile including localities

with under representation and

priorities / KPIs selected as a result.

Information for managers about the

sponsorship programme

A briefing for

managers

A briefing for staff

A briefing for BME staff

Presentation at the

BME staff network

The locality populations to be focused on and

the rationale for that focus.

Patient stories from within localities that focus

on cultural needs being met, how that

happened and the positive impacts on health

outcomes.

Information for managers about the

sponsorship programme including detail that

gets them thinking about their team and staff

that would benefit.

November

2014

Promote the role of Governors and in

particular the need to ensure the Trust

has a diverse governor profile

Briefing for staff

Briefing for managers

Briefing for BME staff

The role of governors

The benefits and opportunities of having a

diverse governor profile

Support for staff wishing to become a staff

32

governor

Trust Secretary mentoring/supporting potential

Staff Governors

Case studies/profiles from governors from a

BME background.

December

2014

Promotion of the sponsorship

programme

This will happen in June 2015 at the

end of the Moving Forward

programme

A briefing for all staff

and managers

Information about the programme, examples

of its impact from elsewhere.

Rationale for the programme.

Information about other similar opportunities

for none BME staff.


how to access them.





Ongoing Reporting on new initiatives, key

milestones, achievements and

successes.

To all staff and

community

e-update

Existing opportunities available for all staff

and how to access them.




33

Connections

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